The Successful Business Analyst’s Role in the Scaled Agile Framework® BAPDD 9/11/15 www.scaledAgile.com V3.0.2

What we’ll cover today Lean-Agile Values and Principles of SAFe SAFe Practices – Overview of the Model Implications for the Successful Business Analyst Breakout Discussions and Q & A

We thought we’d be programming like this:

But sometimes it feels like this: Library of Congress

And our retrospectives read like this: Too little visibility Late delivery Too early commitment to a design that didn’t work Problems discovered too late No way to improve systematically Phase gate SDLC isn't helping reduce risk Massive growth in complexity Hard to manage distributed teams Under-estimated dependencies Poor morale

The Management Challenge Agile Leadership The Management Challenge It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated. —W. Edwards Deming “…and if you can’t come, send no one” —Vignette from Out of the Crisis, Deming,1986 © 2007 Trail Ridge Consulting, LLC

What it is they must do Embrace Lean-Agile Values Apply Lean-Agile Principles Implement Lean-Agile Practices Lead the Implementation

Embrace Lean-Agile Values people and culture Respect for Flow Innovation improvement Relentless There are two helpful images for Lean thinking House of Lean. A classic representation that has been around for years. It describes principles that are essential for Lean thinking. This “house” is updated with current thinking. Lean Grid. This four-quadrant grid helps organize the elements of lean into types. The two work together. LEADERSHIP

Value in the Shortest Sustainable Lead Time LEADERSHIP people and culture Respect for Flow Innovation Relentless improvement VALUE Achieve the sustainably shortest lead time with Best quality and value to people and society High morale, safety, customer delight There is only one boss. The customer. And he can fire everybody in the company. —Sam Walton

Apply Lean-Agile Principles #1-Take an economic view #2-Apply systems thinking #3-Assume variability; preserve options #4-Build incrementally with fast, integrated learning cycles #5-Base milestones on objective evaluation of working systems #6-Visualize and limit WIP, reduce batch sizes, and manage queue lengths #7-Apply cadence, synchronize with cross-domain planning #8-Unlock the intrinsic motivation of knowledge workers #9-Decentralize decision-making Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 10

Build Incrementally: Accelerate Value Delivery Requirements Design Implementation WATERFALL Verification 4 444 : Documents Documents Unverified System System Incremental Delivery

Take an Economic View: Increase Value Early delivery provides fast value with fast feedback Fast feedback Waterfall Value Delivery Incremental Time 12

SAFe Practices

SAFe is an online, freely revealed knowledge base of proven success patterns for implementing Lean-Agile development at enterprise scale. Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework. 14

3.0

SAFe 3.0 Overview in 9 Minutes-Lean Samurai https://www.youtube.com/watch?feature=player_embedded&v=WZzeNQm7L0w

Nothing Beats an Agile Team Cross-functional Agile Teams deliver working software every two weeks Scrum roles and project management practices, XP-inspired technical practices; Kanban for flow ScrumXP Kanban

Except a Team of Agile Teams Cross-functional teams-of-agile-teams deliver working system increments every two weeks Operate with common Vision, architecture and UX guidance Collaborate, align, and adapt with face-to-face planning and retrospectives

Executing Strategy in an Agile Portfolio Organize Agile Release Trains around Value Streams Centralize strategy; decentralize execution Empower decision makers with Lean-Agile budgeting Provide portfolio visibility and WIP limits Leverage objective metrics for governance and improvement

That Delivers Business Results TIME TO MARKET ENGAGEMENT QUALITY PRODUCTIVITY BUSINESS RESULTS 30–75% faster time to market Happier, more motivated employees 20–50% increase in productivity 50%+ defect reduction See ScaledAgileFramework.com/case-studies

Implications for the Successful BA

Leadership VALUE LEADERSHIP Lead the change Know the way; emphasize life-long learning Develop people Inspire and align with mission; minimize constraints Decentralize decision-making Unlock the intrinsic motivation of knowledge workers people and culture Respect for Flow Innovation Relentless improvement LEADERSHIP People are already doing their best; the problems are with the system. Only management can change the system. —W. Edwards Deming

Panel Discussion Peggy Blake and Bindu Mehra, Grange business analysts How has your role changed after becoming part of the Website Redesign Team? What were the benefits of participating in an Agile Proof of Concept Team for CRM 2.0? What additional opportunities can SAFe enable?

Breakout Session – 10 minutes Gather in groups of 4-6 people What opportunities have you seen as a business analyst on an agile team? What challenges have you experienced or are you concerned about with implementing agile? Report out

Questions? Browse the Framework ScaledAgileFramework.com Learn How to Implement ScaledAgile.com/training Find a Partner ScaledAgile.com Cindy Casebolt, PMP, CSM, SPC https://www.linkedin.com/in/cindycasebolt ScaledAgile.com for links to everything